The authors argue that the current teacher education program model, featuring apprenticeship, inhibits the self-directed growth of student teachers and fails to promote their full professional development. They describe an alternative model used at the University of Wisconsin, Madison, that promotes reflective teaching, teacher autonomy, and…

Planetary leadership (wanderers who seem to meander through their organizations making institutions work and change) can be a critical component of institutional change. Literature about management and organizational change is reviewed, and a case study of a major academic change at a public, suburban community college is discussed. (MLW)

Concludes that video teleconferencing may be a more effective method of dealing with complex group problem solving than face-to-face meetings. Discusses reasons for and implications of this finding. (PD)

Reports on an experiment that analyzed the effects of gender and leadership style on subordinate satisfaction. While subjects were more satisfied in democratically led groups, gender of leader did not significantly affect satisfaction. Female subordinates were more dissatisfied than males in autocratically led groups. (KH)

Current educational management systems encourage the view of students and teachers as problem creators. Schools might be reformed through a greater appreciation of modern business practices which emphasize democratic participation. All members of the educational process could become decision makers and problem solvers. (KH)

Interviews in seven English secondary schools revealed levels of teacher involvement in decisionmaking in the areas of finance and resources that ranged from schools where heads kept information confidential to one where a committee used a formula. (MLF)

Thirteen steps to implement Theory Z management, a model for positive administrative change, are identified. Theory Z has the principal objective of "developing the ability of the organization to coordinate people, not technology, to achieve productivity" and focuses on long-range staff development and consensus decision-making. (MLW)

This article reviews major contributions to participatory management theory (formal involvement of people besides administrators in the governance of an institution of which they are a part); examines the arguments of library proponents and critics of the theory; and draws conclusions about its application in libraries. Thirty-one references are…

Teachers who participated in this study emphasized their preference for Continuing Education (CE) activities that concentrate on developing competence and coping skills. The study recommends that CE programs be re-evaluated and revised to allow greater teacher planning and sharing among themselves with respect to coping strategies and…

A survey of faculty in three schools of a South Australian postsecondary institution supported hypotheses that: (1) teachers would desire types of institutional decision making that would permit them more involvement, and (2) they would desire greater participation in decision making than they perceive themselves to have. (MSE)

A case study of the process of policy revision at a state university is used to explore the relationship between content and context of curriculum. Basic concepts and approaches from the field of organization theory were applied to the analysis of curriculum revision. (DF)

Suggests five techniques for combining learning with fun, including (1) lessons that evoke the joy and pride of mastery, (2) learning adventures, (3) "democratic" classrooms, (4) educational games and discovery learning centers, and (5) reward or rest breaks from study. (CJM)

Describes use of quality circles (QC)--small groups of employees who meet regularly and voluntarily to identify, solve, and implement solutions to work-related problems--as a form of participative decision making, highlighting QC concept, establishing a QC, introduction process, management support, benefits, evaluation, and shortcomings. Thirteen…

Asserts that implementing change is easier when goals are clearly set by consensus. Elaborates a seven-step model for participatory goal setting. (TE)

The author examines the traditional, academic, decision-making processes in light of humanistic pressures that have evolved in the past three decades and concludes that these processes must undergo fundamental changes to include those participants who should be enfranchised. (MB)